Is there a Best Practice associated with CAB membership? Should it contain authoritative members (e.g. VP level) or a more technical membership (e.g. architects, lead designers, etc) or a combination? A combination makes sense to me, but then the body becomes so large nothing would ever be decided._________________Will Krongard
Change Management

There could be a network, application, Internal IT (PCside), etc with the respective board members that should discuss the relevant items

In an ideal world, which does not exist.

The Global Change manager should report to the VP/director of IT operation or at some level like that.

Then there should be divison, region or service or business unit Change Manager

The same tool should be used by every one (if possible).

There should be a Global Forward schedule of chaneg with all of the major events for environment

the global cm should deal with conflicts and changes/projects that tread on each other as well as define change windows for specific type of work so that the different divisions dont interfere with each

The core network changes shoudl have representation from the other groups - either the CM from the division or some sort of network Service management representation_________________John Hardesty
ITSM Manager's Certificate (Red Badge)

The first one presents their Change; the second two review, question, and approve/reject based on their expert knowledge of the affected areas and technology involved; the final one is there to give the wider view of protecting service and/or accumulated risk.

Depnding on how big your org is, this could be anywhere from 5 - 35 people.